Page 111 - The Starbucks Experience

PRINCIPLE 3

anything else you need?” Shortly thereafter, David sent a much-
welcomed coffee grinder from the Starbucks Support Center.
Sergeant Matthews added, “I cannot tell you the joy this
coffee shop brought us. It was a surprisingly wonderful taste
of home. My fellow soldiers and I will be forever grateful to
the baristas, the Atascadero store manager, Troy, and every-
one at Starbucks for their support. I am also thankful for how
that little shop gave many people an opportunity to con-
tribute something to our efforts. One person sent a note along
with a coffee donation that really caught me. It said, ‘I’ve
wanted to do something for you guys, but didn’t know where
to turn. Have a cup of coffee on me.’”
While barista Amy may have started the flow of coffee to
Sergeant Matthews’ Starbucks, she also gave many others an
opportunity to pour their own energy in as well. Customers
96 who participated in the project were able to share in the joy
of helping others. As a result, those customers became
uniquely involved with Starbucks and positively touched lives.
When businesses partner with customers in these personal
ways, they create a loyalty that is far greater than what a com-
pany could obtain by simply serving a high-quality product.
Business leaders give their people the opportunity and per-
mission to make a real connection with their customers.
As seen in train stations and the Afghanistan Starbucks,
great surprises need not take place at a company’s head-
quarters or in one of its stores or offices. In fact, some of the
more meaningful and powerful ways to touch others—and
reach new customers—is by surprising them in unconven-
tional settings. Ultimately, by incorporating your brand into
people’s everyday lives, you are given an amazing opportu-
nity to drive home the message that your company is not just
routine, but exceptional.